“Cuando el ego se interpone, todo lo demás se ve a través de la lente de la superioridad.” Gema Martíz
Family businesses, which are often born with great dreams and common objectives, can be affected by a silent battle: the Egos War. This conflict, although invisible, can be one of the greatest obstacles to the growth and success of a family business. Next, we will explore how the ego can damage the dynamics between relatives in a company and how to handle it to ensure its prosperity.
The ego, understood as the sense of superiority or individualism, can make people focus more on their own interests than on those of the company. In the context of a family business, where personal ties are already complex, this ego can create tensions that affect decision making, communication and trust.
The founders of a company, who have invested their time and effort to build it, usually feel a deep emotional connection with the business. However, when it is time to give control or delegate responsibilities, the presence of the ego can interfere with the process. Many founders feel that their way of doing things is the only correct one, and this generates friction with other family members.
One of the main problems derived from the ego in family businesses is the lack of trust. If a leader does not trust the skills of other family members or is not willing to delegate to the micro-magement, where every detail must be controlled by a single person. This not only stagnates growth, but also creates a tense environment, where the ideas of others are discarded without being heard.
The belief that “only I can do well” is a clear manifestation of the ego. This type of mentality limits the company’s potential, since it does not allow family members to express or contribute with their ideas, skills and knowledge.
For a family business to prosper, it is essential that leaders work their ego. A leader with a balanced ego is one who knows when to make decisions, but also when to give space to others. Listening, recognizing errors and trusting the talent of others are characteristics of healthy leadership. In family businesses, where the affective bond can interfere with professional decisions, it is even more important to have a clear and objective approach to prevent the ego from destroying what has been built.
When the ego takes over the family business, culture becomes toxic. Family members begin to feel insecure, and confidence in leadership is affected. If the egos are not properly managed, trusted employees (which are often part of the family) are likely to feel belittled and, eventually, decide to leave the company. Personnel rotation within a family business can be expensive and can seriously affect the impulse that the business needs to grow.
How to overcome Egos War: The key to overcoming Egos War in family businesses is to promote open communication and cooperation. Here are some steps to achieve it:
Foster mutual respect: Recognize that each family member has unique strengths that contribute to the success of the company.
Define clear roles: Prevent responsibilities from mixing. Each member must know what is expected of him or her, and what is delegated to them.
Delegate confidence: Founders must trust the next generation, delegating important tasks and responsibilities without trying to control everything.
Listen and value the ideas of others: It is not enough to accept the opinion of others, but to value it genuinely, always looking for the benefit of the business.
“The ego is not our enemy, but its lack of control is. Only when we are aware of him, we can direct him towards common well -being. ”
Accept errors: Everyone makes mistakes, even leaders. Humility and willingness to learn are essential to maintain a healthy company.
The ego in family businesses can be a great obstacle to internal growth and harmony. However, with a conscious and mature approach, it is possible to handle the egos and transform the work environment into a collaborative and positive space. The true success of a family business is not only in financial achievements, but in the ability of its members to work together, overcome their differences and put the interests of the business above individual selfishness.
Egos management in a family business is not only a matter of avoiding conflicts, but also learning to channel the strengths of each member towards a common goal. It is true that tensions are inevitable, but it is possible to transform those differences into a growth engine. When the ego is put at the service of the company and not against it, a solid and durable future is being built. As Gema Martíz authorizes author “who has seen my ego”: “Only when we are aware of our ego, we can let it act for everyone.”
About the author:
Twitter: @mariorizofiscal
The opinions expressed are only the responsibility of their authors and are completely independent of the position and the editorial line of Forbes Mexico.
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